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| Goal | | Goal | Mapping | |
Secure necessary funds and resources to meet the recruitment and enrollment goals as identified in the College's Strategic Plan. Increase the number of students enrolled in our traditional graduate programs while maintaining academic standards and integrity. | | | |
Effectively leverage graduate assistantships as a financial incentive for incoming graduate students at key points within the admissions process. | | | |
Assist in the development and sustainability of an on-campus Intensive English Language Program; diversify recruitment and enrollment techniques by soliciting partnerships with overseas agents as a way to increase College's presence in international markets. | | | |
As emphasized in the College's Strategic Plan, there has been a concerted effort to increase graduate enrollment. We have achieved great success in a limited time -- having increased the number of graduate students by close to 17% from fall 2015 (495 students) to fall 2016 (577 students). However, due to the office's limited staffing, we will need additional personnel to have sustainable growth. | |
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| | Goal | | | | 1 -- Increase the Total number of Full- and Part-time Graduate Students Secure necessary funds and resources to meet the recruitment and enrollment goals as identified in the College's Strategic Plan. Increase the number of students enrolled in our traditional graduate programs while maintaining academic standards and integrity. |  | Measure: Forecast of Goals Program level; Direct - Other | |  | | | | Proposed actions to achieve goal: Meet with key stakeholders of each School (program directors and Deans) to forecast short and long term enrollment targets for each program Expected Results:
-- greater transparency in the admissions process
-- faster turn-around of admissions decisions
-- greater collaboration between individual Schools and Admissions Office as it relates to achieving enrollment targets Details/Description: |
| | | Measure: Graduate Open House Institution level; Direct - Other | | | | | Proposed actions to achieve goal: -- Schedule an on-campus Open House in either the Spring or Fall semester
-- Reach out to Program Directors and Deans to ensure that there is representation from all graduate programs
-- Reach out to all newly accepted graduate students, prospects, former MC undergraduate students who never went on for a Master's degree to inform them of the event
-- Collaborate with Marcom to ensure advertising via digital channels/radio/etcExpected Results: -- Increase in the total number of quality graduate applications (294 total applications for Fall 2015 vs. 454 for Fall 2016)
-- Increased visibility as a graduate school of choice
-- Increased rate of conversion from "accepted" to "enrolled"; students who have had the chance to visit campus feel a greater connection and commitment and are more likely to attend Details/Description: |
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| | | | 2 - Leverage Graduate Assistantships Effectively leverage graduate assistantships as a financial incentive for incoming graduate students at key points within the admissions process. | | Measure: Assistantships | | | | | Proposed actions to achieve goal:
-- Due to limited financial aid options at the graduate level, the availability of assistantships is often a critical factor when attempting to enroll a new graduate student
-- Collaborate with Financial Aid to determine the exact number of graduate assistantships on campus; centralize the application process so that students know exactly what positions are available and where
-- Encourage academic departments to include offer of assistantship at the point of acceptance (to make acceptance to MC "stand out", especially if applicant has applied to multiple schools)
-- Delegate a certain number of administrative assistantships to each School/program so that they can be used as an effective conversion tool
-- Revisit current MC assistantship policy which states that in order for a student to be considered for an assistantship, he/she must be registered for classes for the upcoming semester.This creates a Catch-22 situation for the student -- because of limited financial aid, students are hesitant to commit to classes until they are certain they've secured an assistantship offerExpected Results:
-- Centralization of process will increase quality standards and ease of application process for applicants
-- Increased transparency in the process in which assistantships are awarded
-- Increase in conversion from "accepted" to "enrolled" for those graduate students for whom cost is a factor Details/Description: |
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| | | | 3 - Develop International Initiatives and Partnerships Aimed at Increasing Enrollment Assist in the development and sustainability of an on-campus Intensive English Language Program; diversify recruitment and enrollment techniques by soliciting partnerships with overseas agents as a way to increase College's presence in international markets. | | Measure: Overseas Partnerships Other level; Direct - Other | | | | | Proposed actions to achieve goal:
-- Position MC as a viable contender in the global market by identifying key agents and signing contract aimed at increasing enrollment at both the undergraduate and graduate levels
-- Attend annual ICEF (International Consultants for Education & Fairs) and NAFSA (Association of International Educators) to stay abreast of new trends in international recruitment and enrollment
-- Work with campus departments (Admissions, Registrar, ISSO, Residence Life, Bursar) to ensure smooth processes from start to finish
-- Monitor number of applications to determine which countries have most viable marketsExpected Results: -- more diverse undergraduate and graduate applicant pools
-- MC will have a more recognizable, established international presence
-- Increase in enrollment from quality students from countries that were previously not represented Details/Description: |
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| | | | 4 - Align Staffing Requirements to Meet Strategic Objectives As emphasized in the College's Strategic Plan, there has been a concerted effort to increase graduate enrollment. We have achieved great success in a limited time -- having increased the number of graduate students by close to 17% from fall 2015 (495 students) to fall 2016 (577 students). However, due to the office's limited staffing, we will need additional personnel to have sustainable growth. | | Measure: Assessment Other level; Direct - Other | | | | | Proposed actions to achieve goal: - identify goals; meet regularly to review and monitor productivity and progress
- match tasks with staff by identifying individual strengths and weaknesses
- conduct regular one-on-one meetings to provide feedback on performance, outline goals of next meeting, learn about staff concerns, and solicit feedback and ideas
- document activities and deliverables (number of inquiries, applications, deposits; increase in the number of recruitment activities in and outside of the tri-state area)Expected Results:
- Increase in overall enrollment
- increase in the scope and variety of recruitment activities (increase in the attendance of graduate fairs, virtual fairs, etc)
- better student satisfaction survey response
- overall better student experience Details/Description: |
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Author:
Manhattan College Manager
Last modified:
4/21/2017 11:15 AM (EST)
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Admission for Graduate Programs and SCPS Goal Set